Facilitating the postmerger integration process between organizations requires that they combine opposite institutional logics through the creation of a new authority, identity, and legitimacy. We underline that the implementation of strategic change during the merger process was fostered by the ability of the actors to combine institutional logics through three concrete practices:redefining the authority, identity, and legitimacy of the new organization. Managerial recommendations from the institutional logics perspective are provided to facilitate the postmerger integration process.
Purpose The purpose of this paper is to highlight the major difficulties and challenges encountered during the crucial process of family succession. In this study, the authors list and analyze issues encountered by managers or by the CEO of a family business. Design/methodology/approach Using a single longitudinal real-time case study conducted over a period of 10 years in a French family business, this study identifies the challenges encountered during family succession. The authors were allowed to follow, over a long period, the planning of the CEO’s succession. Findings The authors identified six critical points in the succession process: planning succession development; favoring creation of financial value for the shareholders; investment policy, risk taking and time horizon of investments (growth); family employment policy (family private benefit); opening of capital and debt policy (external financing); and financing of capital reduction policy (external financing). Originality/value The paper highlights the difficulties, issues and questions encountered by an SME manager or by the CEO of a family business. The analysis gives insights into the deep nature of the family structure, by involving the notions of culture and organizations serving the performance of family businesses.
Des dynamiques endogènes sont présentes en intégration post-fusion entre organisations, individus et équipes. L’intégration post-fusion implique de nombreux challenges et engendre une recherche simultanée d’objectifs multiples et parfois concurrents. Grâce à une étude de cas longitudinale d’une fusion entre deux sociétés immobilières d’investissements cotées françaises, les auteurs identifient les dynamiques et éléments déclenchants permettant aux parties prenantes de sortir des dualités identifiées. Ils démontrent l’intérêt d’une lecture multiniveaux pour répondre à la gestion d’exigences contradictoires dans un cadre post-fusion.
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